Noel Hacegaba’s Bullish Vision: New CEO Outlines the Port of Long Beach’s Future
In this VX News interview, Port of Long Beach CEO Noel Hacegaba discusses how the Port is adapting to shifting global trade patterns and supply chain disruptions. With manufacturing flows increasingly moving from China toward Southeast Asia, Hacegaba outlines the port’s $3.2 billion infrastructure investment over the next 10 years, including the Pier B On-Dock Rail Support Facility designed to triple rail capacity and accelerate cargo movement across the nation. He also highlights the port’s CargoNav initiative, a digital platform aimed at improving cargo visibility and logistics efficiency. From zero-emissions terminal development at Pier S to workforce training partnerships across Long Beach, Hacegaba emphasizes the POLB’s strategy to modernize infrastructure, strengthen supply chain resilience and advance its 2050 Vision of doubling container throughput to 20 million TEUs annually while building the Port of the Future.
“We [at the Port of Long Beach] are bullish on the future…No other port has put forward a vision this bold—doubling container throughput over the next 24 years while investing $3.2 billion to build the Port of the Future.” - Dr. Noel Hacegaba
Noel, as you step into the CEO role at such a pivotal moment in global trade, let’s begin with the Port of Long Beach’s goals. Elaborate on its economic, strategic, and geopolitical significance—not only for California, but for the nation.
2026 is a year of transition for our port, and it's happening at a time when the global supply chain is undergoing its own transformation. The Port of Long Beach continues to be a global leader in trade, infrastructure, and sustainability, and a vital contributor to the local, regional, state, and global economy.
David, we are one of the nation’s busiest seaports. The Port moves cargo valued at about $300 billion a year, and we support 2.7 million jobs across the nation. We reach every congressional district in the country, and coming into this role, I wanted to do three things to increase our impact:
Clarify our vision;
Simplify our mission;
and amplify our impact.
That said, I had the opportunity to communicate and clarify our vision at the recent State of the Port in January, where I unveiled POLB’s 2050 Vision—which is a bold path toward doubling our container throughput to 20 million TEUs annually and building the Port of the Future along the way.
At Davos in late January, you highlighted the ongoing reorientation of manufacturing away from China toward Southeast Asia. How is POLB repositioning to capture those shifting trade flows, and are you coordinating with other ports?
First and foremost, being invited to Davos and having the opportunity to discuss how we can make global supply chains more resilient and efficient with global leaders was an incredible honor. As the only U.S. port CEO present, I felt I was carrying the flag not just for Long Beach, but for all U.S. ports.
To answer your question directly: six years ago, China alone accounted for about 70% of our cargo—imports and exports combined. Today that’s down to about 60%, reflecting shifts in trade policy, tariffs, the U.S.–China trade dispute that unfolded in 2018–2019, as well as tariff adjustments in recent years.
We’re seeing more cargo come from places like Vietnam, Thailand, Malaysia, Indonesia, and Cambodia, and when products are sourced from Southeast Asia instead of China, it adds two to three days of transit time on the water. That’s why we’re modernizing our infrastructure to boost capacity and enhance velocity, reliability and sustainability.
We will be investing $3.2 billion over the next 10 years, the largest capital program of any port authority in North America. The centerpiece of that effort is our Pier B On-Dock Rail Support Facility. I like to call it “Pier Beast” because it’s such a large and complex project, but essentially, the project will enable us to triple our on-dock rail capability, and significantly reduce the time it takes to move a container from ship to train headed to inland hubs like Chicago, Columbus, Memphis and Kansas City. We will be investing $3.2 billion over the next 10 years, the largest capital program of any port authority in North America. The centerpiece of that effort is our Pier B On-Dock Rail Support Facility. I like to call it “Pier Beast” because it’s such a large and complex project, but essentially, the project will enable us to triple our on-dock rail capability, and significantly reduce the time it takes to move a container from ship to train headed to inland hubs like Chicago, Columbus, Memphis and Kansas City.
Today, it takes four days, on average, to transfer a container from ship to rail and out of the port. With Pier B, we will get that down to 24 hours.
In other words, we’ll more than make up for the additional transit time created by the shift from China to Southeast Asia. That’s why I say speed to market is key to our success, and rail connectivity is the key to our future.
Speaking of speed to market, you’ve championed what you call CargoNav. For readers unfamiliar, how does better data improve daily port operations, and how critical is it to scaling throughput?
As we build out our infrastructure, and in order to maximize the benefits of our CapEx program, we also have to pair it with investments in digital infrastructure. We recognize that if we can improve the flow of data, we can improve the flow of cargo. The best way to maximize our investments in physical infrastructure is by making the movement of cargo through our complex more efficient, and that’s where visibility plays a key role.
CargoNav is the latest app in our Supply Chain Information Highway vision, something we conceived at the height of the supply chain crisis. That crisis really spotlighted one of the glaring gaps in the global supply chain—the lack of visibility. At one point, there were 109 ships at anchor, and our industry partners had little to no visibility into when their containers would make it to berth or when they would be available for pickup and delivery. That experience underscored just how important it was to make visibility a priority.
While CargoNav provides that visibility for our stakeholders and partners, we continue to expand its capabilities. Soon, it will also include a universal trucking appointment system designed to improve the velocity and efficiency of drayage at the Port, and motor carriers will be able to schedule container pickup and drop-off reservations at any of the Port’s six marine terminals.
Eventually, we expect the system to facilitate appointments across the entire San Pedro Bay complex, which includes the Port of Los Angeles. Motor carriers will save time and make more trips, while terminals will experience fewer cancellations and missed appointments. It’s really a win–win solution, and as more ports sign on, the ultimate goal for CargoNav is to enable end-to-end visibility via coast-to-coast connectivity across the entire supply chain.
I should add that it’s free for registered users, and we’re not planning to monetize it. Both customers and port stakeholders will be able to use CargoNav to access container information the same way you and I use Google to get information.
Let me clarify: CargoNav—a next-generation marine logistics platform—is a product developed by the Port of Long Beach itself?
Yes. CargoNav was developed by the Port of Long Beach. It’s the latest application under our Supply Chain Information Highway digital initiative.
Moving on, the proposed Metro Express Terminal at Pier S has been described as the world’s first conventional zero-emissions container terminal. Update our readers on the status and significance of that project.
Yes, the proposed development will be the first conventional zero-emissions container terminal in the world. Last November, our Harbor Commission approved an exclusivity agreement with Brookfield Infrastructure Group, which is partnering with Nautilus International on the proposed development of the Metro Express Terminal.
This facility is intended to handle up to 1.8 million TEUs annually for express vessels of up to 9,000 TEUs, and their plan is to use zero-emissions, human-operated equipment and a streamlined peel-off model supported by 24/7 gate access, free-flow cargo stacks, and zero-emissions trucks. That said, our goal for this project is really to provide fast and reliable service while delivering cleaner air and less traffic congestion to surrounding neighborhoods. Importantly, this innovative project will also be targeted toward e-commerce customers, which is fulfilling an important niche on the trans-Pacific trade route.
This project is truly the latest example of how the Port of Long Beach continues to lead—and how we continue to lead green. Growing green isn’t just what we do; it’s who we are. Pier S is just the latest demonstration of that commitment.
Given the pace of port innovation you’ve described, elaborate on how you’re ensuring your workforce evolves alongside electrification, automation and emerging technologies.
The Port of Long Beach is committed to creating and supporting programs that advance the development of a skilled workforce for global trade and goods movement, and our new 2050 Vision guides us as we build the Port of the Future, and along the way we must prepare the workforce of the future.
One of the ways we do that is through the Port of Long Beach Maritime Center of Excellence at Long Beach City College, which offers a variety of programs for students interested in supply chain careers. We’re also partnering with the Long Beach Unified School District to support three different high school pathways.
For example, the Port of Long Beach’s NOVA Pathway, located at Long Beach Polytechnic High School, is a three-year pathway that encourages students to explore exciting careers in clean energy, smart technology, and sustainable innovation. And NOVA is more than a program. It’s a launchpad for students who want to understand how energy powers our lives and how they can help build a cleaner, brighter future. Through hands-on projects and real-world applications, students learn how energy is generated, converted and stored, building the skills to analyze, innovate and lead in a rapidly changing world.
Strengthening the Port’s partnerships with the Long Beach Unified School District, Long Beach City College, and Cal State Long Beach is key to educating students at all levels about the importance of the Port and international trade. In turn, we’re creating a workforce pipeline to related industries by providing learning and training opportunities for students and educators.
Given your answers, it’s clear that all major stakeholders and the City itself are pushing Long Beach toward its maximum potential, but talk about housing needs or preparing for LA28. What role does the Port play in those broader municipal and regional challenges?
To begin, we do recognize our role in supporting the local, regional and national economy, and earlier, I mentioned three priorities as I stepped into this role: clarify our vision, simplify our mission, and amplify our impact.
As a massive economic engine, I want to make sure we’re doing everything possible to continue making a positive impact on the local economy. Already today, one in 17 jobs in Southern California is connected to port trade, construction and tourism.
Our activity here at the Port of Long Beach contributes more than $300 billion to U.S. GDP, supporting 2.7 million jobs across the nation.
But the Port is also focused on helping build the workforce we’ll need to run the Port of the Future. Our workforce initiatives cover kindergarten through adult learning, with partners including the Long Beach Unified School District and higher education institutions such as Long Beach City College and Cal State Long Beach. All of these programs draw learners from—and provide benefits to—our City and communities across the region. Of course, we are in close coordination with our City partners, including our Mayor and City Council.
Mayor Rex Richardson, at his latest State of the City, announced a new initiative called Anchor LB to attract port-related global investment to our downtown. We are working with our Mayor and with the City to ensure we’re doing our part to attract these companies and spur economic activity in our downtown area. By doing so, we’re also putting the City and our residents in a better position to become homeowners and invest in housing here in the City.
Noel, before we gather at VerdeXchange Conference 2026 in late May, where you’ve long been a supporting participant, there will be a consulate panel focused on trade and emerging global challenges. What should our partners watch for as you work towards the vision you’ve described?
While there is plenty of present-day uncertainty and volatility in the global supply chain, I want to offer something more durable: a clear signal that the Port of Long Beach is making real, long-term investments in the future.
Let me put it plainly: we are bullish on the future, and it is important that the market, our customers and all of our stakeholders know that. No other port has put forward a vision this bold, aiming to double our container throughput over the next 24 years, while investing $3.2 billion over the next decade to build the Port of the Future. And we want our partners to build that future with us.
Already, the Port’s investments are catalyzing major activity beyond our own footprint. Projects like Pier B are driving new investment in the rail sector. BNSF Railway is advancing the Barstow International Gateway, about 100 miles from the Port. Union Pacific has proposed a merger with Norfolk Southern that, if approved, would create the nation’s first transcontinental railroad.
These are just a few examples of how the Port of Long Beach is not only leading, but also catalyzing investment across the country and around the world.